Change Management

Internal commitment to organizational change is achieved by ensuring all stakeholders have access to valid information regarding the change, and opportunities to make free and informed choices about the change are maximized.

Since resistance to change is a natural and expected outcome of any new program, change management requires effective communication and listening. Increasing the flow of valid information about the change reduces resistance caused by a lack of appropriate information.  Creating opportunities for stakeholders to provide their input and make decisions about how the change is implemented also increases the odds that changes will be embraced and supported by everyone in the organization.  Change happens in stages. Loblolly’s Change Management experts assist organizations in letting go of the existing world (unfreezing), easing the transition to the new world (moving), and establishing the new world (refreezing).

Change Management

Unfreezing is about discovery. Why is the change being initiated, who will be affected, and how will their activities change and their success be measured? These are a few of the questions answered during discovery. Each project requires different methods of discovery but some examples are document review, interviews, group meetings and metric identification.

Moving is about implementation: What’s working, what’s not working, addressing unintended consequences of the change and making course corrections. During the moving stage, Loblolly can assist as a mentor, providing training and facilitating the development and deployment of new procedures and processes.

Refreezing is about making the changes stick and evaluating the results of the change. Did we succeed, what did we learn and how can we leverage this learning going forward? Changes should be concrete and understood across the organization at the end of refreezing.


During a recent project, Loblolly was tasked with changing the operations of a department to improve performance. For this engagement, Loblolly embedded a person in each group where processes and procedures were changing significantly to lead each small group through their unfreezing, moving, and refreezing activities associated with an initiative selected by management. This strategy was effective and after using the new operating model through several projects, the culture is now the new model and the old model no longer exists. The productivity gains were documented and all groups are proud of their contribution to this positive change.